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GBCI

Glacier Bancorp, Inc.

GBCI

Glacier Bancorp, Inc. NYSE
$42.30 -0.84% (-0.36)

Market Cap $5.50 B
52w High $58.54
52w Low $36.76
Dividend Yield 1.32%
P/E 20.63
Volume 286.51K
Outstanding Shares 129.94M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $360.355M $167.783M $67.9M 18.843% $0.6 $85.292M
Q2-2025 $335.154M $149.214M $52.781M 15.748% $0.45 $76.592M
Q1-2025 $316.827M $145.578M $54.568M 17.223% $0.48 $74.253M
Q4-2024 $322.231M $134.611M $61.754M 19.165% $0.54 $84.456M
Q3-2024 $318.401M $138.827M $51.055M 16.035% $0.45 $72.812M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $4.736B $29.016B $25.407B $3.608B
Q2-2025 $4.768B $29.005B $25.473B $3.537B
Q1-2025 $4.83B $27.859B $24.571B $3.288B
Q4-2024 $4.555B $27.903B $24.679B $3.224B
Q3-2024 $5.424B $28.206B $24.961B $3.245B

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $67.9M $112.426M $-41.543M $-132.146M $-61.263M $104.775M
Q2-2025 $52.781M $86.033M $155.99M $-308.001M $-65.978M $79.518M
Q1-2025 $54.568M $52.446M $205.507M $-124.876M $133.077M $46.783M
Q4-2024 $61.754M $101.997M $55.837M $-297.259M $-139.425M $81.06M
Q3-2024 $51.055M $150.097M $214.033M $-177.076M $187.054M $140.9M

Five-Year Company Overview

Income Statement

Income Statement Revenue has grown steadily over the past five years, showing that Glacier is successfully adding customers and business volume, helped by acquisitions and organic expansion. However, profit margins have come down from earlier peak levels. Earnings were stronger in 2021–2022 and have since softened, even as revenue kept rising. This pattern is common for regional banks in a higher interest‑rate and higher funding‑cost environment: the bank is doing more business, but keeping less of each dollar as profit. Overall, the income statement suggests a healthy, growing franchise facing some profitability pressure rather than a demand problem.


Balance Sheet

Balance Sheet The balance sheet has expanded meaningfully, with total assets climbing over the period, consistent with a growing regional bank that is actively acquiring and lending. Equity has also grown, indicating that the bank is building its capital base over time and retaining a portion of its earnings. Debt levels have increased more quickly than in the past, which likely reflects greater use of borrowings or other funding sources to support growth. Cash balances have moved around but remain solid. In simple terms, Glacier looks larger and better capitalized than five years ago, but also more leveraged, which puts more focus on risk management and funding discipline.


Cash Flow

Cash Flow Cash generation from operations has been consistently positive, with particularly strong years in the middle of the period and a step down more recently. Even after investment spending, free cash flow has remained positive each year, which is a good sign for the bank’s ability to support dividends, integration costs, and ongoing technology investments. Capital spending itself is modest and stable, as is typical for a bank where most investment is in loans and acquisitions rather than physical assets. The cash flow profile points to a business that is cash‑generative and resilient, though not immune to profitability swings in tougher rate and credit environments.


Competitive Edge

Competitive Edge Glacier Bancorp’s edge comes from its community‑banking model and regional focus rather than from sheer size. It operates as a network of locally branded banks with their own management teams, which helps it stay close to customers, understand local economies, and win loyalty in smaller and mid‑sized markets across the Western U.S. This approach also makes Glacier a more attractive buyer for community banks that want to preserve their local identity, supporting an ongoing acquisition pipeline. On the other hand, Glacier still competes with national banks, larger regionals, and online‑only players that can pressure pricing and technology expectations. Its advantage rests on local relationships, specialty lending (such as rural and agricultural), and tailored small‑business services, but it must keep integrating acquisitions well and maintaining credit quality to preserve that position.


Innovation and R&D

Innovation and R&D Glacier is not a cutting‑edge fintech innovator, but it has steadily upgraded its technology to match what customers now expect from a modern bank. It offers full‑featured online and mobile banking, digital mortgage applications, and advanced treasury services for businesses. The bank has invested in cybersecurity, partnering with specialized firms and using tools like biometric login and automated monitoring. It is also working on better commercial loan and treasury platforms and has elevated customer experience and technology leadership at the senior level. The strategy leans toward practical, customer‑facing upgrades rather than experimental projects. The key risk is that the broader industry, including fintechs and big banks, keeps moving quickly, so Glacier must continue to invest to avoid falling behind, even as it keeps its community focus.


Summary

Overall, Glacier Bancorp looks like a mature regional bank that has grown steadily in size and reach, mainly through a combination of acquisitions and deep local relationships. Revenue is trending up, capital has grown, and cash flow is consistently positive, all of which point to a fundamentally sound franchise. At the same time, profitability has come off its best levels, and leverage and integration demands have risen, increasing the importance of careful credit, funding, and acquisition management. The bank’s competitive strength lies in its decentralized, community‑banking model supported by solid but not flashy technology. Future performance will hinge on how well it manages loan quality, integrates new banks (including its push into new states), and continues upgrading its digital offerings while navigating interest‑rate and economic cycles.